Erin Byrne of Burson-Marsteller

Erin Byrne Erin is Burson-Marsteller’s Chief Digital Strategist and as such oversees the agency’s global digital strategy, client work, product and service development and Internet-related policies and procedures. She has a long background in new media, having worked on web initiatives since 1993 for diversified clients encompassing online strategy and research, marketing communications, design/development, viral marketing and interactive advertising.

Erin works with clients to help develop their overall digital strategy and to ensure that digital is appropriately represented within a client’s overall marketing and communications plan. Erin’s broad range of digital experience encompasses branding, consumer marketing, business-to-business communications, public education, and online crisis management. One of Erin’s most notable client engagements has included managing the interactive program for the Bureau of Engraving and Printing’s “New Color of Money” program. The award-winning program features a comprehensive digital strategy including a campaign Web site that was produced in 23 languages, interactive learning tools, e-mail marketing, search marketing, social media, and originated with a rich-media online advertising campaign. Burson-Marsteller was honored with Yahoo’s Big Idea Purple Chair Award for excellence in integrated marketing based on the New Color of Money program.

Additionally, Erin continually advises clients on how to utilize digital communications in regards to online public relations. This includes online reputation management, consumer-generated media, search marketing, and other social communications. In today’s environment of real-time branding, Erin works with clients to help them understand the issues and opportunities of digital communications. She has helped dozens of clients use the Internet to manage crisis situations, and has led numerous award winning online marketing programs. She is a frequent speaker at client and industry events, and developed Burson-Marsteller’s agency and client digital training curriculum.

In addition to managing the agency’s global capability, serves as managing director of Burson-Marsteller’s internal advertising and interactive agency, Marsteller, and leads the U.S. staff of strategists, designers and programmers. Prior to joining Burson-Marsteller, Erin worked as an independent marketing communications and interactive development consultant for leading companies in the New York City area.

Rob Key of Converseon Back to Speakers Brad Fay of the Keller Fay Group

WOMM-U: Day Two Case Study: Houlihan’s Restaurant

The final session of the conference featured a case study on Houlihan’s Restaurants, presented by Jen Gulvik, VP Marketing, Houlihan’s Restaurants, Inc.

In the past few years Houlihan’s has undergone a tremendous transformation. Spreading the word about this has been an interesting challenge. They’re not a national advertiser. While they are in some major markets, they don’t have the budget that many of their competitors do.

The task was to see if they could turn their customers into a marketing force. In the past many of their restaurants had established e-mail lists, it was one-way only. However they do receive a large amount of customer feedback, and this is increasing. She thinks this matches the trend of customers taking control of their brand experiences.

At a WOMMA event a year ago, Jen realized that they’re in an industry (food & beverage) that is heavily talked about. Why not take advantage of that?

First step was to determine who their brand lovers were. They created and sent out a survey. Some quick metrics: 114,949 sent, 18,695 received. From there they began to build out a program, an advisory group. This group would advise them on menu choices and other brand assets. They also developed a program for the HouliFAN’s.

The primary communication channel with the advisory group is the HQ, a password protected site that allows Houlihan’s to provide information to the fans. It also allows them to participate in coversations and get feedback.

One of the first things they did was ask the advisory group, what would you do? Early on they saw an issue related to the removal of fajitas from the menu, or as Jen said, a fajita-freakout.

Once the site was established with the advisory group, it expanded to the entire fan-base, the HouliFANs.

Soon afterwards they rolled out a new menu and used their fans and the site to spread the word. They found that 35% of the fans had spread WOM about the menu.

The program is still new and growing but they’ve been thrilled with the response and feedback they’ve received.

Erin Byrne of Burson-Marsteller

On the agenda

WOMM-U: Day Two Case Study: Houlihan’s Restaurant

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